How Could This Happen and Confronting Mistakes are comprehensive discussions on error management, blending the latest thinking with state-of-the-art industry practice on how organizations can learn from mistakes.

Edgar H. Schein on How Could This Happen:

“This is a very important book for the analysis of safety, quality, and employee engagement by focusing in detail on the many explanations for why individual and organizational errors occur, how they consistently create major accidents and organizational failures, and why organizations do not learn effectively from them. The multiple perspectives of the different authors provide a variety of explanations and apply these to many important cases.”

Edgar H. Schein, Professor Emeritus, MIT Sloan School of Management, author of “Organizational Culture and Leadership”

Kathleen M. Sutcliffe on How Could This Happen:

“Stories of error after the fact inevitably are simple and straightforward. But this conception belies what everyone knows to be true. Underneath simple, linear, obvious stories of error is a more complex reality, a sorrowful reality of actions going wrong. Errors have consequences for organizations, and they have consequences for the humans involved in them. Jan Hagen’s comprehensive volume of essays by a renowned set of scholars could not be timelier or more important for enhancing our understanding of errors and their management. This book is a blessing for scholars looking for new theoretical footholds in what some think has become a moribund domain of research inquiry. And, perhaps more importantly, it is an elemental book for leaders and others trying to manage complex organizational systems.”

Kathleen M. Sutcliffe, Bloomberg Distinguished Professor of Business and Medicine, Johns Hopkins University

Amy C. Edmondson on Confronting Mistakes:

Confronting Mistakes is a remarkable book. Its gripping case studies of airline disasters will keep readers on the edge of their chairs, and its penetrating analysis is deep and sophisticated. Hagen’s writing is highly accessible and engaging and will enlighten everyone from error experts to curious readers in other industries. This book is destined to be a classic in the error field.”

Amy C. Edmondson, Novartis Professor of Leadership and Management, Harvard Business School

Tony Kern on Confronting Mistakes:

“Human behavior is a complex ecosystem, but that is no excuse to wave a white flag of surrender. Hagen has done a masterful job of capturing the salient lessons from the high risk field of aviation and made them available to the world. A tip of the hat to a fellow warrior in the battle against human error and their often tragic consequences.”

Tony Kern, CEO, Convergent Performance, former B-1B command pilot and Chair of the US Air Force Human Factors Steering Group

Books


How could this happen Jan U. Hagen (2018)
How could this happen?
Managing errors in organizations
Basingstoke: Palgrave Macmillan

Fatale Fehler Jan U. Hagen (2017)
Fatale Fehler
Oder warum Organisationen ein Fehlermanagement brauchen
2nd ed.,Heidelberg: Springer Gabler

Client centricity Jan U. Hagen, Ulrich Schürenkrämer (2015)
Client centricity
Relationship management in banking
Hamburg: Murmann

Confronting mistakes Jan U. Hagen (2013)
Confronting mistakes
Lessons from the aviation industry when dealing with errors
Basingstoke: Palgrave Macmillan

Die Wiederentdeckung des Kunden Jan U. Hagen, Ulrich Schürenkrämer (2011)
Die Wiederentdeckung des Kunden
Neue Perspektiven im Bankgeschäft
Hamburg: Murmann

Strukturumbruch in der Finanzdienstleistungsindustrie Christoph Burger, Jan U. Hagen (2008)
Strukturumbruch in der Finanz­dienst­leistungs­industrie
Prozessänderungen als Chance für neue Strategien und Konzepte in Banken
Wiesbaden: Gabler


Articles


Jan U. Hagen (2017)
Kommentar zur Fallstudie: Vertuschen oder veröffentlichen?
Harvard Business Manager 9: 98
harvardbusinessmanager.de

Jan U. Hagen (2017)
Fehlermanagement – warum Schuldzuweisungen nicht helfen
UnternehmerBrief Bauwirtschaft 40 (5): 3–8

Jan U. Hagen (2017)
How to hide bad news
Forbes India (March)
forbesindia.com

Jan U. Hagen (2016)
How to Hide Bad News
Handelsblatt Global
global.handelsblatt.com

Zhike Lei, Mary J. Waller, Jan U. Hagen, Seth Kaplan (2016)
Team adaptiveness in dynamic contexts: Contextualizing the roles of interaction patterns and in-process planning
Group and Organization Management 41 (4): 491–525
(2016 Sage Best Paper Award)

Jan U. Hagen (2015)
Fatale Fehlerkultur – warum Skandale viel mit Führung zu tun haben
Wirtschaftspsychologie aktuell 4

Jan U. Hagen (2015)
What can aviation teach business about managing errors?
Yale Insights
insights.som.yale.edu

Jan U. Hagen (2015)
Hierarchien begünstigen Fehler
Frankfurter Allgemeine Zeitung 177: 16

Jan U. Hagen, Olaf Plötner (2014)
Fehler im System
Harvard Business Manager 10: 82–86

Jan U. Hagen (2014)
Error management: Not just a wing and a prayer
EFMD Global Focus 8 (2): 52–55

Jan U. Hagen (2013)
What business can learn from airline accidents
The Guardian
theguardian.com

Jan U. Hagen (2013)
How the lack of error management contributed to today’s problems in the financial services industry
Global Banking and Finance Review
globalbankingandfinance.com

Jan U. Hagen, Zhike Lei (2012)
Am liebsten unter vier Augen
Harvard Business Manager 6: 8–11

Jan U. Hagen (2010)
Why we all make big mistakes
Forbes Online
forbes.com

Jan U. Hagen (2010)
Fehlermanagement: Was tun, wenn der Chef falsch liegt?
Manager Magazin Online
manager-magazin.de

Jan U. Hagen (2010)
Error management in hierarchies: Lessons from the cockpit
ESMT Customized Solutions

Jan U. Hagen (2010)
Umgang mit Fehlern in Hierarchien: Lektionen aus dem Cockpit
ESMT Customized Solutions Compact 1

Felix Stephan Fremerey, Jan U. Hagen (2010)
European banks: The way forward toward resilient business models
ESMT Business Brief No. BB-110-001
Full-Text PDF

Jan U. Hagen, C. Teschner (2000)
Komplexitätsfalle im globalen Asset Management
Die Bank 2: 94–971



Book chapters


Jan U. Hagen (2018)
Crew Resource Management revisited
In “How could this happen? Managing errors in organizations,” 1st ed., edited by Jan U. Hagen, 233–251. Basingstoke: Palgrave Macmillan.

Jan U. Hagen (2016)
Fehlermanagement
In “Lexikon Qualitätsmanagement,” 2nd ed., edited by Hans-Dieter Zollondz, Michael Ketting, Raimund Pfundtner, 315–318. Munich: De Gruyter Oldenbourg.

Jan U. Hagen (2015)
When errors occur
In “Client centricity: Relationship management in banking,” edited by Jan U. Hagen, Ulrich Schürenkrämer, 73–90. Hamburg: Murmann.

Felix Stephan Fremerey, Jan U. Hagen (2011)
Wertschaffung durch kundenbezogenes Bankgeschäft
In “Die Wiederentdeckung des Kunden: Neue Perspektiven im Bankgeschäft,” edited by Jan U. Hagen, Ulrich Schürenkrämer, 67–85. Hamburg: Murmann.

Christoph Burger, Jan U. Hagen (2008)
Zielmarktstruktur der Finanzdienstleistungsindustrie
In “Strukturumbruch in der Finanzdienstleistungsindustrie: Prozessänderungen als Chance für neue Strategien und Konzepte in Banken,” edited by Christoph Burger, Jan U. Hagen, 147–167. Wiesbaden: Gabler.



Case studies


Jan U. Hagen (2018)
Leadership under high pressure
ESMT Case Study No. ESMT-318-0178-1
hbr.org

Jan U. Hagen, L. David Marquet (2017)
Turn the ship around! (A)
ESMT Case Study No. ESMT-317-0175-1
hbr.org

Jan U. Hagen, L. David Marquet (2017)
Turn the ship around! (B)
ESMT Case Study No. ESMT-317-0176-1
hbr.org

Jan U. Hagen (2013)
Aharai: Leading in front of the lines
ESMT Case Study No. ESMT-413-0141-1
hbr.org

Ulf Schäfer, Jan U. Hagen, Christoph Burger (2011)
Mr. KLM (A): Jacob Veldhuyzen
ESMT Case Study No. ESMT-411-0117-1
thecasecentre.org

Ulf Schäfer, Jan U. Hagen, Christoph Burger (2011)
Mr. KLM (B): Captain van Zanten
ESMT Case Study No. ESMT-411-0118-1
thecasecentre.org

Ulf Schäfer, Jan U. Hagen, Christoph Burger (2011)
Mr. KLM (C): Jaap
ESMT Case Study No. ESMT-411-0119-1
thecasecentre.org

Jan U. Hagen (2008)
United Airlines 173
ESMT Case Study No. ESMT-308-0087-1
hbr.org

Jan U. Hagen (2008)
United Airlines 232
ESMT Case Study No. ESMT-308-0086-1
hbr.org

Jan U. Hagen (2008)
Capital banking: Bankgesellschaft Berlin
ESMT Case Study No. ESMT-708-0084-1
thecasecentre.org